AB FAB

Annie Ali Kiara Smith Caitlin Bogan Jeff Chandler Diana Howell Grant Nolen Brian Wilimzig

Fall 2009

Table of Contents

1. Executive Summary

2. Company Analysis

3. Market Analysis

4. Product Analysis

5. Competitive Analysis

6. Consumer Analysis

7. SWOT Analysis

8. Main Research Findings From Survey Conducted

9. Key Selling Idea

10. TargetMarketProfile

11. Marketing and Communication Objectives

12. Media Objectives and Rationale

13. Media Strategy

14. Media Tactics

15. Cost Estimates

16. Media Schedule

17. Contingency Plan

18. References

Executive Summary

With a budget of $20 million, we here at AB Fab have developed a media plan with the goal

of increasing brand awareness and preference of our client, Stella Artois. With a target market

consisting of men in business and professional occupations ages, 25-54 we have attempted to

reach an audience of approximately 62 million. Our primary research consisted of an Internet

survey, which generated a total of 59 respondents, further supporting our target market

selection. We developed our media plan around the continuous scheduling of media, which

will consist of print, television, Internet, Sporting Event Sponsorships, and varied Promotional

Activities.

1

Company analysis

AB InBev Brewing Company is the name behind nearly 200 different brands of beer.

From Budweiser to Beck’s, AB InBev has breweries in over 30 countries, and imports to over

130 countries worldwide. Starting out with humble beginnings as InterBrew in 1366 out of

Louvain, Belgium, the company acquired AmBev, a Brazilian brewing company, in 2004 and

changed its name to InBev. InBev has most recently merged with the American icon, Anheuser-

Busch,bringingtogethersomeofthemostwidelyknownglobalflagshipbrandsofbeer.Since

their merge with Anheuser-Busch in 2008, the company has altered its name once again to

include the initials of its new conglomerate, now known as, AB InBev. With their new name and

extensive line of brews came greater success; AB InBev is now the largest distributor of brew

on the planet.

The family-owned brew sensation operates out of six zones including: North America,

Latin America North, Latin America South, Western, Central, and Eastern Europe, and Asia. Even

with all of these areas of operation, it wasn’t until recently that the merge with Anheuser-Busch

gave AB InBev a substantial presence within the United States; which happens to be the largest

consumer of beer in the world.

In addition to reigning supreme in sales and selections of beer, AB InBev also hold shares

in Mexico’s leading brewery Modelo, the owner of the Corona brand, as well as the Chinese

brewer, Tsingtao, China’s best-selling premium beer.

2

market analysis

Economic Situation:

The ongoing recession, though weighing heavy on several consumer industries, appears to offer

a favorable environment for the marketing of alcoholic beverages. Consideration must be given

to recent unfavorable exchange rates of the U.S. dollar, which have led to the rising prices of

imported brands, thus making competition fiercer with domestic branded products. The Nielsen

Co. reported in June 2008, that the declining economy showed only mild impact on consumers’

alcoholic beverage purchases from locations such as grocery, convenience, liquor, warehouse clubs

and other stores. Consumer responses from the Nielsen report indicated that more than 80 percent

of consumers are spending the same amount or more on alcoholic beverages compared to previous

years. Danny Brager, Vice President of Client Service in Beverage Alcohol, of the Nielsen Company

quotes, “Alcoholic beverages are withstanding the economic slowdown very well, compared to other

categories that might be considered indulgent or non-necessities. To many consumers, alcoholic

beverages are an affordable luxury.”

Revenue:

In regards to brand performance, improvement was made during 2008 in the U.S., building on a

sophisticated image that allows the brand to be displayed alongside wine products. In 2008, the

brewing industry accounted for 1.5% of the U.S. Gross Domestic Product (GDP), with approximately

$198.2 billion in economic output in the U.S. alone. $11.1 billion in federal and state excise taxes

along with other sales taxes are generated by the brewing industry annually. Since 2007, there has

been a $1.4 million increase in the retail sale of beer alone in the U.S., contrasted with a $2.5 million

decrease in the sale of wine and $2.2 million increase in the sale of other alcoholic spirits. As of 2008,

AB-Inbev held a 26% world and 50% U.S. share of the beer market, outranking both Miller/Coors and

Heineken significantly.

3

Distribution:

Stella Artois is distributed as one of AB-InBev’s three global brands that reaches over 80 different

countries worldwide. Stella Artois is currently distributed to 30 of the 50 U.S. states, a large increase

since its discovery in 2005. Stella Artois initially received its reputation in New York as a hipster

brand. Dubbed “the new Heineken”, Stella quickly gained market share (McWilliams, 2009).

Aggressive marketing increased points of distribution, and the introduction of 12-packs propelled

Stella Artois forward in the import beer market since the merger between A-B and Inbev. Recent

market activity has suggested that Stella Artois is quickly reaching its distribution saturation mark

(DPSM).

market analysis cont.

4

Stella Artois provides consumers with a taste incomparable to other imported beers. Created in

Leuven, Belgium, Stella Artois is one of InBev’s flagship brands. InBev has a long history of brewing

dating back to the late fourteenth century. The company made its first appearance in 1926, initially

introduced as a limited-edition beer for the Christmas season. It was such an immediate success that

it was produced year round, and now Stella Artois has matured beyond a seasonal beer into one of

InBev’s premier brands, competing globally against brands such as Heineken, Amstel and Carlsberg.

Stella Artois is brewed the same today as it was in 1926 when it made its debut, using only the finest

natural ingredients, to include the famed Saaz hops. The name “Stella” was chosen after the Latin

word for “star”, describing the beers sparkly appearance. “Artois” derives from Sebastian Artois, who

in 1708 achieved the title of master brewer of the “Den Hoorn” brewery. The “Den Hoorn” brewery

was later passed down to Sebastian’s son and grandson, making the name “Artois” synonymous with

the city of Leuven and its brewery.

To this day, Stella prides itself with providing a premium, sophisticated lager to its consumers. Coined

as the number one Belgian beer in the world, Stella Artois can be found in over 80 different countries.

Its unique logo and appearance sets it apart from its competitors. David Taylor created the current

logo design and bottle shape in 1988, replacing the 1960 design. The Anno 1366 on the logo refers to

the origin of brewing in the city of Leuven. The label also shows medals for excellence awarded to the

brewery at a number of trade exhibitions in Belgium in the 19th and 20th century.

Stella Artois has had a long history of advertisements and slogans. Recently, in 2007, they dropped

their long time advertising slogan of “reassuringly expensive” and avoid using the word “Stella” in

advertisements. This has been linked to the beer’s perceived connection with aggression and binge

product analysis

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drinking in the UK, where its nickname is “wife beater” due to its high alcohol content. A new brand

of lower strength beer is now being marketed in the UK to contradict the false image coupled with

the lager. Along with advertisements, Stella Artois has had an extensive association with film since

1994, sponsoring such film festivals as Cannes and Sundance. Stella Artois has even made such an

impression on the American culture to inspire a song by an American pop punk band, All Time Low,

titled “Stella” in 2009 about the beer.

Today, Stella is currently involved in a sponsorship campaign along with Ferrero Rocher for Man

Shops Globe, an eight part series that premiered October 7th on Sundance Channel. The campaign

includes print, on-air, online and outdoor ad components, in addition to in-store events at select

Anthropologie locations throughout the U.S. and a national consumer sweepstakes. Stella Artois

will also be featured in custom show opens and closes, tagged tune-in spots, and animated “You’re

Watching” billboards. Sarah Barnett, executive vice president and general manager of Sundance

Channel, said the positioning of the upscale beer and chocolatier exemplify the service’s 360-degree

marketing integration with its partners. “Like Sundance Channel, Stella Artois and Ferrero Rocher

each have a distinctive, creative brand,” she said. “This campaign, we believe, elegantly reflects the

passions of those brands and their consumers” (Reynolds, 2009). With strides such as these, it is only

a matter of time before Stella Artois becomes a household beer in the American culture.

product analysis cont.

6

competitive analysis

One of Stella Artois competitors in the beer industry is Heineken. Heineken began as an international

brewery in Amsterdam, and now produces its own product worldwide. A Heineken 12-pack varies in price,

but on average costs the consumer around $12.99. One important aspect of Heineken is that the brewery

only uses the “Heineken” name, making it easier for the consumer to distinguish their product versus other

products using several other names. Heineken also strives for excellent customer service. Importing is an

important factor, and Heineken producers are focused in making their imports run as smoothly as possible.

They do this by working closely with the customers, putting their focus on customer satisfaction, along with

acknowledging the needs of the distributors.

Most companies are well aware that advertising is the key ingredient in promoting their product. On

October 6, 2009, Heineken announced a website, implemented to help UK customers get the most satisfaction

of their experience with the products. It has allowed customers to contact customer service directly to

make any comments concerning Heineken, as well as to purchase their beer online. Also, in 2008 Heineken

produced their most infamous commercial that drew a lot of attention during Super Bowl. The commercial

showed ladies yelling in excitement over a huge walk-in-closet with lots of shoes, clothes, etc. Then in the next

room,thereweremenscreaminginjoyofthehugewalk-in-freezerfilledwithtonsofHeinekenbottles.This

commercial was made in effort to help promote brand awareness.

Furthermore, what makes Heineken a top quality beer is that they have used the same recipe year after

year. Heineken customers will be able to get the same quality of beer, something that they are already used to.

Heineken manages over 120 different brands of beer, contributing and leading them to success.

Another particularly popular brand of beer is Samuel Adams. Samuel Adams has a popular history

originating in Boston, and founded in 1984, making them a newer beer on the market. The downfall to newer

beers is that they must compete with other brands that have been established for many years. Samuel Adams

is fairly cheaper compared to Stella Artois. A 12-pack of bottled beer will cost the consumer an average

priceof$11.99.Thisfigureisatleast$1.00cheapercomparedtoHeineken,and$3.00cheaperthanStella

7

Artois, depending on where it is purchased. Consumers can usually recognize or are familiar with the name

Samuel Adams or The Boston Beer Company; they are also familiar with the Hardcore Cider Company

and The Twisted Tea Brewery Company. The name Samuel Adams refers to a patriot of Boston during the

revolutionarytime.ThisiswhyproducersfirstwaitedtointroducetheproductonPatriot’sDayin1985.

CustomersgenerallydonothavetospendalotoftimetryingtofindanswersregardingSamuel

Adams products. People can simply log on to the brands website and get a number for customer service

or email questions directly. They have also implemented a list of the most frequently asked questions and

answers. One downfall to Samuel Adams is that they do not ship internationally, leaving out a broader base

of international consumers worldwide.

An important part of Samuel Adams is their participation in the Oktoberfest. This is one way for

them to gain brand awareness, while also demonstrating the quality of their beer to many potential buyers.

They are listed as a craft beer, which helps them to promote their beer during the holiday season, by show-

ing customers the best types of beer that goes best with his/her holiday menu.

Samuel Adams has also created a new glass to give beer drinkers a good beer drinking experience.

As founder of The Boston Beer Company, Jim Koch states, “It’s been a personal passion of mine to develop a

beer glass that elevates the craft beer drinking experience” (www.samueladams.com, about us). In their ad

topromotethisproduct,theyhavefilledtheglasswithSamuelAdamsbeerandhavedemonstratedtothe

consumerjusthowflavorfulandgoodsmellingtheirbeeris.Notonlyhavetheyusedbrandawareness,but

have also demonstrated without physically tasting the beer, the quality of their product.

Being the largest craft beer in the U.S., The Boston Beer Company also owns and operates 20 different

types of beer.

Bluemoon,anotherlargecraftbeerstartedrecentlyin1995,inDenver,Colorado,isverycomparable

in price to Stella Artois, going for $14.99 for a 12-pack of bottles at some places. Blue moon is owned and

operated by company name, Molson Coors who is responsible for over 40 plus brands, making them a leader

competitive analysis cont.

8

competitive analysis cont.

in the beer industry.

One is able to attain customer service by simply logging on to the Blue Moon website and emailing

comments he/she may have. Or one may even call their 1-800 number listed, which in turn would give one

the fastest feedback. This is a convenient opportunity for the consumer to get questions answered in a timely

manner; however, they do not accept any suggestions on improvements to their future or present products.

Molson Coors has had several events and promotional activities developed in order to help promote their

products. The most recent event attracting many business owners is the use of mobile marketing by a company

called Adeye. The use of Bluetooth and a Java application have been implemented in targeting customers that

go to pubs. The customer can download the application and get up-to-date information and advertisements

directly from his/her phone. However, the downfall to this promotion is that it only targets business owners

andtheircustomers,notthemanyotherconsumersthatdrinkelsewhere.BlueMoonhasfivedifferenttypes

of beer in their line, which is comparably a lot considering Stella Artois, Heineken and Samuel Adams do not

have this. Furthermore, Blue Moon has been marketed to stand as a beer on its own, avoiding television

advertisements and unnecessary marketing. They believe in the fact that word of mouth has been a success in

promoting their product.

9

consumer analysis

WefoundthattheStellaArtoisconsumeristypicallybetweentheagesoftwenty-fiveandforty-four

based on the MRI data. Stella Artois has a projected total of 4.214 million drinkers in the United States. Beer

drinkers age 25-34 are eighty-one percent more likely to drink Stella than other consumers in the projected

population. Those between the ages 35-44 were eighteen percent more likely than the projected population

todrinkStellaArtois.EducationseemstobealargefactorintheStellaconsumer.Datashowsthatthehigher

education a person has, the more likely they are to drink Stella. Among the projected population of college

graduates, 20.1 percent of the projected population of 845,000 had purchased Stella in the last 6 months.

For those college graduates that have gone on to get graduate degrees, it was found that 56.2 percent of

their projected population of 2.368 million had purchased Stella in the last 6 months. Stella drinkers also

tend to come from a professional background: 30.2 percent of the projected population (1.273 million) for

Professional and related occupations had purchased Stella Artois in the last 6 months and are 121 percent

more likely to be consumers of Stella Artois. The second largest consumer based by occupation was the

categoryofmanagement,business,andfinancialoperations.Fromtheprojected827,000persons,about19.6

percent purchased Stella in the last six months and are 103 percent more likely to be a Stella consumer. The

largest consumers of Stella Artois also seem to come from a higher income; According to the MRI data, Stella

users earn anywhere from $75, 000-$150,000 or $150,000 plus. Of the projected population of 1.613 million

consumers who made between $75,000-$150,000 a year, 38.3 percent had purchased Stella Artois in the last

6 months and are 42 percent more likely to buy Stella than the rest of the population. Out of the projected

consumer population of 1.018 million that made $150,000.00 plus, it was found that 24.3 percent of the

projected population had purchased Stella in the last six months and were 139 times more like to purchase

Stella than the rest of the population.

The typical Stella consumer is most often well educated with at least a college degree, if not a Masters

Degreeorhigher.Thisaudienceconsistsofprofessionalssuchasdoctors,lawyers,bankers,etc.whoseincome

averagesataboutseventy-fivetoonehundredandfiftythousandplus.

10

s.w.o.t. analysis

11

StrengthsHigh-End (Premium) European Import/Classic Belgian LagerAttractively packagedNumber 1 selling Belgian Beer in the WorldMember of AB-InBev with a extensive global distribution networkDefinedandinfluentialnichemarket

WeaknessesExpensive in comparison to other similar beersCommercials seldom in rotation limiting brand awareness Poor reputation among European customer base has potential to affect North American MarketHigh cost discourages potential consumersOnly distributed to 30 of 50 U.S. States

Opportunities

Large customer base for import beer

Increase distribution to rest of North America

and US Territories

Threats

DeclineinUSEconomy

UnfavorableexchangeratestoUSDollar

Availability and market saturation with compa-

rable imported and craft beer alternatives

main research findings from survey conducted

main research findings from survey conducted

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main research findings from survey conducted

13

key selling idea

Stella Artois is a premium, high-end beer that attracts the consumer by its packaging. Stella’s attractive packaging not only serves as a good attention grabber, but also exudes a sophistication that is highly desirable among its niche audience. Stella primarily targets men ages 25-44 in business and professional related occupations. When consumers choose Stella, they select it for its quality. A little concern is given to the price of Stella; however, the quality surpasses the price, thus, leaving the consumer with a feeling of satisfaction, not provided by other imported beers.

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target market profile

Based upon primary research as well as secondary research, our campaign would focus on current clients,

particularly men between the ages of 25-55. From our primary research, we were able to determine that taste

and price are the determining buying factors for consumers. About 49% of respondents stated they drink beer,

with 88% preferring light beer to dark beer. Although 29% of our respondents stated they prefer import beers

to domestic, 59% of our audience claimed to have heard of Stella Artois. We chose to target ages 25-44 as

more of our respondents were between the ages of 21-30, with some ranging between 31-45. The secondary

research shows men between the ages of 25-44 were the primary consumers of our product.

Because Stella is a premium import lager, the price of a six-pack of beer is considerably higher than a domestic

beer. We found that the consumers have some college education, are college graduates, or post graduates.

Based on our secondary research, we were able to determine that many of the Stella drinkers are either

collegegraduatesorpostgraduates.Duetothehigherlevelofcollegeeducation,ourtargetmarketearnsan

annual income that is higher than average, at about $79,000 plus.

Stella is currently distributed in 30 states which, thus leaving us with unmarked territory of the rest of the 50

states. We have also found that many of our heavy users reside in the Northeast and West regions. Secondary

research shows that these consumers are avid sports fans and read high-end newspapers such as Los Angeles

Times and New York Times.

15

objectives

Marketing Objectives:

1. Increase market share among high end imported beer by 3 percent in one year.

2. Position product in stores at eye level with more shelf space.

3. Increase sales revenue by 4 percent in one year.

4. Increase distribution in states that Stella is not sold in.

Advertising Objectives:

1. Increase the level of awareness by 70 percent.

2. Position the brand as a top of mind product.

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media objectives and rationale

Increaselevelofawarenessby70percentbyincreasingfrequencyofthecampaignthroughouttheonefiscal

year.

Rationale 1: Initiate top of mind awareness as a premium beer among target audience.

Target advertising campaign for all users of Stella Artois within Northeast and Western Census Regions.

Rationale 2: Secondary research shows this is where the heavy users of Stella reside and

where Stella is distributed. These regions contain the consumers with the high usage of

the product.

Increase reaches among 70 percent of heavy users an average of 6 times throughout one year.

Rationale 3: In order to increase the level of awareness among users, we must increase

the reach.

Maintainacontinuousmediaschedulewithperiodsofflightingduringthecourseofayear.

Rationale 4: By using a continuous media schedule with periods of flighting, we are able

to reach our target audience consistently throughout the year.

Achieve 350 GRPs throughout the campaign

Rationale 5: By reaching 70 percent of our audience at least 6 times throughout the

campaign year, we will be able to expose the viewer to our product

17

media strategy

1. Use a continuous print media campaign to maintain brand awareness and preference among Stella

Artois heavy users.

a. Target men ages 25-44 in Business and Professional Occupations.

2. Concentrateweightofmediausageinthethirdandfourthquarterofthefiscalyeartoleadintothe

summer sporting sponsorship events.

a. Purchase TV sponsorships for the PGA Tour, Triple Crown, and 2010 FIFA World Cup to achieve

a high and sustained frequency during the third and fourth quarters.

i. First Quarter: 10 percent

ii. Second Quarter: 15 percent

iii. Third Quarter: 20 percent

iv. Fourth Quarter: 20 percent

3. Use touch-point planning to increase awareness among all users of Stella Artois through promotional

activities such as coasters, signboards, contests, and advise by bartenders and servers.

4. Focusadvertisingtorefinedsportingeventsandmediavehiclestoattainandmaintainanincreased

standing in the evoked set of choices among users.

18

media tactics

1. Maintain continuity by running a continuous print campaign in the following magazines and newspapers:

NewYorkMagazine,TravelandLeisure,GolfDigest,Playboy,andboththeNewYorkandLosAngelesTimes.

a. Cost Per Thousand (CPM) and Circulation based on Business and Professional Occupations:

i. New York Magazine: $2477.90 per 611,000

ii. Travel and Leisure: $293.88 per 1,832,000

iii.GolfDigest:$605.38per1,360,000

iv. Playboy: $719.61 per 1,223,000

v. New York Times: $92.49 per 1,079,442

vi. L.A. Times: $879.12 per 723,181

2.Increaseadvertisingfrequencyfrom10%inthefirstquartertoasustained20%inthethirdandfourth

quarters through the sponsorship of the following sporting events: PGA Tour, Triple Crown, and 2010 FIFA

World Cup.

a.FirstQuarter:Willrunonlyprintadvertisementsinthefourdefinedmagazinesduringthisperiod

to maintain continuity in advertising.

b. Second Quarter: Advertising frequency will be increased from 10 to 15% during this quarter by the

introduction of newspaper advertisements in the New York and Los Angeles Times.

c. Third and Fourth Quarters: Frequency of advertisements will be increased from 15% in the second

quarter to a sustained 20% in the third and fourth quarters by the introduction of Television and Internet

advertisements, Sporting Event Sponsorships, and Promotional Activities.

i. Television advertising will appear on ESPN during late evening ( 7-11 p.m.), beginning in June

and running through August to maximize exposure.

1. CPM: $116.89 per 472,000

ii. Internet advertisements provided through CBSSports.com by the sponsorship of Scoreboard

advertising for selected sporting events.

19

media tactics cont.

iii. Sponsorship of sporting events will include name and logo placement of Stella Artois in and

around sporting events, to include replays and score reports brought to you by Stella Artois.

iv. Promotional activities will include the distribution of posters/signboards, coasters, bartender

recommendations, contests and providing elements of decoration for bars cafes and restaurants.

20

cost estimates

21

cost estimates cont.

22

cost estimates cont.

23

media schedule

January February March April May June July August September October November DecemberNational Brand Magazines

PlayboyGolf DigestNew YorkerTravel and LeisureEventTriple CrownWorld CupPGATelevisionESPNNewspaperNew York TimesLos Angeles TimesInternetCBSSports.com

24

contingency plan

With $20 million as our budget, we will use approximately half of it for television commercials, Web advertising,

newspaper and magazine advertisements. The rest, approximately $10 million, will be devoted to the sponsor-

ship events. Any remaining funds will be included in the sponsorship events, allowing us to reach our target au-

dience for a longer period of time. However, should there be a shortage of funds, cutting back on promotional

activities, which accounts for $1 million, will allow us to fall back reasonably within our budget.

25

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